The purpose of this article is to elaborate on the ways that legal issues can play out for community colleges. The authors use one community college campus as an example to illustrate key points. This article is structured as a conversation, which follows a format commonly used in law review symposium issues. The two authors are a senior…

Community colleges serve the largest percentage of under-represented, under-prepared, and under-resourced students yet they are often underfunded in state budgets. This article demonstrates challenges and opportunities for community college leaders in state and federal political advocacy from the perspective of a community college state system…

Presidential assistants are important and trusted staff members to the president and the campus community at large. Despite their importance, little is known about the day-to-day of their jobs and how they may help advance equity and social justice goals and priorities at the community college level. This chapter attempts to rectify this gap…

The COVID-19 pandemic illuminated the need for urban community colleges to utilize an adaptive leadership approach to thrive during times of uncertainty. Adaptive leaders encourage team members to address problems through new ways of thinking to meet organizational goals. The community college sector, especially institutions in urban environments,…

Possessing core beliefs and a leadership philosophy is essential to undergird the work of college leaders, particularly during a time of systemic organizational change. This chapter delineates what college leaders should do to establish ethical decision-making and ethical leadership practices.

In order to make organizational ethical decisions regarding part-time faculty, leaders should seek to understand the differing needs of part-time faculty and apply that knowledge to creating differentiated policies that can better stand up to the criteria of the ethical decision-making.

The ethical decision-making style of community college leaders affect students. Therefore, it is important to understand how the resulting bureaucratic college procedures impact students' college-going decisions.

This chapter examines how the work of community colleges relates to the democratic work that citizens must do and makes the case for better alignment between the two.

This chapter advises community college leaders how to achieve mission balance by using strategic planning to make mission-critical decisions and take decisive action.

This chapter describes a partnership between teacher education students at SUNY Broome and students at a local elementary school that led to all participants gaining a stronger sense of themselves as civic change agents in their communities.

This chapter describes fears that may lead to faculty resistance to civic engagement and suggests approaches to conquering these fears in order to further develop the civic capacities of our students and institutions.

Presidents of community colleges must place importance on the liberal arts in their colleges. They should promote an understanding of their relevance to all curricula.

This chapter describes the cocurricular activities offered through The Democracy Commitment at Allegany College of Maryland and the impact of these civic experiences on its students.

This chapter describes a movement to significantly increase student attainment in community and technical colleges. The observations of Leadership Coaches in Achieving the Dream, developed over a nine-year period of involvement, provide insight into the leadership required to transform institutional culture.

This chapter describes a diversity and democracy curriculum and faculty development collaboration among the Association of American Colleges and Universities, The Democracy Commitment, and 10 community colleges.